GRI Institute“We’re seeing a positive shift” - IBM's Devanshi Patel on women in real estate
Insights on inclusive leadership, sustainable innovation, and the evolving role of women across the APAC real estate landscape
September 1, 2025Real Estate
Written by Isabella Toledo
India’s rapidly expanding real estate sector is beginning to see greater participation from women, yet they still account for only 11-12% of the industry’s workforce, according to recent reports.
In response, the GRI Institute proudly launched the Women’s Real Estate Advisory Board & Committee in 2024 - an initiative aimed at creating a powerful platform for senior women professionals in Indian real estate to connect, collaborate, and amplify their voices.
Devanshi Patel, Head of Design, Construction & Workplace Strategy - APAC & Japan at IBM Global Real Estate (GRE), recently participated in the GRI Institute forum “She Builds India 2025” and, in this exclusive interview, she shares her insights on inclusive leadership, sustainable innovation, and the evolving role of women across the APAC real estate landscape.
As a leader in Design and Construction for APAC & Japan, what are some of the most exciting trends you’re seeing in the design and construction of real estate projects across the region?
One of the most exciting trends I’m seeing across APAC & Japan is the shift toward human- centric, hybrid-ready workplaces that prioritise flexibility, wellness, and sustainability. At my organisation, we’re deeply focused on creating environments that not only support business objectives but also enhance employee experience.
We’re seeing a strong push for agile and modular design - spaces that can adapt quickly to changing team sizes and work styles. This is especially relevant in a region as diverse as APAC, where cultural nuances and business needs vary significantly.
Another major trend is the integration of smart building technologies, from IoT-enabled systems for energy efficiency to AI-driven space utilisation analytics. These innovations are helping us make data-informed decisions and optimise our real estate footprint.
Sustainability is also front and centre. We’re embedding WELL and LEED principles into our design and construction processes, and piloting initiatives that reduce carbon footprints while enhancing indoor environmental quality.
Lastly, I’m particularly excited about the strategic partnerships we’re building with global and regional vendors. These collaborations are enabling us to drive innovation, streamline delivery, and ensure quality across our portfolio. As part of the GRE Design & Construction Council, I also contribute to shaping global delivery processes and partner strategies, which helps us stay ahead of the curve.
In the fast-evolving landscape of real estate development, how do you ensure that your projects remain adaptable to new technologies, sustainability standards, and market demands?
Adaptability is built into our strategy from the outset. We continuously benchmark against global best practices and collaborate with strategic partners to stay ahead of emerging trends. Our delivery models are agile, allowing us to pivot quickly in response to market shifts or technological advancements.
For example, we’ve implemented digital tools for real-time project tracking, predictive maintenance, and space utilisation analytics. These not only improve operational efficiency but also help us make data-driven decisions that align with evolving business needs.
Sustainability is not just a compliance metric - it’s a core value. We pilot green initiatives, optimise energy performance, and design for long-term resilience. By fostering a culture of innovation and continuous improvement, we ensure our real estate portfolio remains relevant, efficient, and impactful.
Having led teams across various regions, including APAC and Japan, how do you see the role of women evolving in real estate development in these markets, and what challenges do they face?
Women are increasingly stepping into strategic and technical roles across APAC and Japan, but cultural expectations, limited representation, and access to leadership opportunities remain challenges.
However, with growing corporate focus on diversity and inclusion, and the rise of regional advocacy, we’re seeing a positive shift toward more equitable participation in real estate leadership.
What challenges have you personally faced as a woman leader, and how have you navigated these obstacles to rise to your current role?
One of my biggest challenges was transitioning from a software engineering background into the design and construction field - a space that was not only new to me but also traditionally male-dominated. I made a deliberate decision to go back to school and study Interior Architecture in the US, which was both a personal and professional leap of faith.
Breaking into the industry meant starting over, building credibility from the ground up, and often being the only woman in the room. I faced skepticism, had to prove my technical and leadership capabilities repeatedly, and learned to navigate complex stakeholder environments with confidence and empathy.
What helped me rise was a combination of continuous learning, resilience, and a strong belief in the value of cross-disciplinary thinking. I leveraged my tech background to bring structure and innovation into design processes, and I focused on building high-performing, inclusive teams. Mentorship, both giving and receiving, also played a key role in my journey.
What advice would you give to young women aspiring to break into leadership positions in the design and construction field within real estate?
Own your voice and back it with expertise. Seek mentors, embrace challenges, and build a strong network. Leadership is about influence, not just titles, so stay curious, be visible, and support others along the way. Most importantly, believe that you belong in the room and bring unique value to the table.
What steps can organisations take to encourage more women to enter and thrive in the design and construction side of real estate, particularly in leadership positions?
Organisations can drive change by showcasing women leaders, offering tailored leadership programs, and building strong mentorship and sponsorship networks. At my organisation, we emphasise inclusive hiring, transparent career paths, and flexible work policies that support work-life integration.
Partnering with universities, rotating women through cross-functional roles, and tracking diversity metrics are also key to building a sustainable talent pipeline.
How can networking initiatives, such as gatherings hosted by GRI Institute’s Women’s Real Estate Advisory Board & Committee, play a role in empowering women in real estate?
Initiatives like these provide a vital platform for connection, mentorship, and shared learning. They help women build confidence, expand their networks, and gain visibility across the industry.
These forums also foster collaboration, highlight diverse career paths, and create opportunities for leadership development and advocacy.
India’s rapidly expanding real estate sector is beginning to see greater participation from women, yet they still account for only 11-12% of the industry’s workforce, according to recent reports.
In response, the GRI Institute proudly launched the Women’s Real Estate Advisory Board & Committee in 2024 - an initiative aimed at creating a powerful platform for senior women professionals in Indian real estate to connect, collaborate, and amplify their voices.
Devanshi Patel, Head of Design, Construction & Workplace Strategy - APAC & Japan at IBM Global Real Estate (GRE), recently participated in the GRI Institute forum “She Builds India 2025” and, in this exclusive interview, she shares her insights on inclusive leadership, sustainable innovation, and the evolving role of women across the APAC real estate landscape.
As a leader in Design and Construction for APAC & Japan, what are some of the most exciting trends you’re seeing in the design and construction of real estate projects across the region?
One of the most exciting trends I’m seeing across APAC & Japan is the shift toward human- centric, hybrid-ready workplaces that prioritise flexibility, wellness, and sustainability. At my organisation, we’re deeply focused on creating environments that not only support business objectives but also enhance employee experience.
We’re seeing a strong push for agile and modular design - spaces that can adapt quickly to changing team sizes and work styles. This is especially relevant in a region as diverse as APAC, where cultural nuances and business needs vary significantly.
Another major trend is the integration of smart building technologies, from IoT-enabled systems for energy efficiency to AI-driven space utilisation analytics. These innovations are helping us make data-informed decisions and optimise our real estate footprint.
Sustainability is also front and centre. We’re embedding WELL and LEED principles into our design and construction processes, and piloting initiatives that reduce carbon footprints while enhancing indoor environmental quality.
Lastly, I’m particularly excited about the strategic partnerships we’re building with global and regional vendors. These collaborations are enabling us to drive innovation, streamline delivery, and ensure quality across our portfolio. As part of the GRE Design & Construction Council, I also contribute to shaping global delivery processes and partner strategies, which helps us stay ahead of the curve.
In the fast-evolving landscape of real estate development, how do you ensure that your projects remain adaptable to new technologies, sustainability standards, and market demands?
Adaptability is built into our strategy from the outset. We continuously benchmark against global best practices and collaborate with strategic partners to stay ahead of emerging trends. Our delivery models are agile, allowing us to pivot quickly in response to market shifts or technological advancements.
For example, we’ve implemented digital tools for real-time project tracking, predictive maintenance, and space utilisation analytics. These not only improve operational efficiency but also help us make data-driven decisions that align with evolving business needs.
Sustainability is not just a compliance metric - it’s a core value. We pilot green initiatives, optimise energy performance, and design for long-term resilience. By fostering a culture of innovation and continuous improvement, we ensure our real estate portfolio remains relevant, efficient, and impactful.
Having led teams across various regions, including APAC and Japan, how do you see the role of women evolving in real estate development in these markets, and what challenges do they face?
Women are increasingly stepping into strategic and technical roles across APAC and Japan, but cultural expectations, limited representation, and access to leadership opportunities remain challenges.
However, with growing corporate focus on diversity and inclusion, and the rise of regional advocacy, we’re seeing a positive shift toward more equitable participation in real estate leadership.
What challenges have you personally faced as a woman leader, and how have you navigated these obstacles to rise to your current role?
One of my biggest challenges was transitioning from a software engineering background into the design and construction field - a space that was not only new to me but also traditionally male-dominated. I made a deliberate decision to go back to school and study Interior Architecture in the US, which was both a personal and professional leap of faith.
Breaking into the industry meant starting over, building credibility from the ground up, and often being the only woman in the room. I faced skepticism, had to prove my technical and leadership capabilities repeatedly, and learned to navigate complex stakeholder environments with confidence and empathy.
What helped me rise was a combination of continuous learning, resilience, and a strong belief in the value of cross-disciplinary thinking. I leveraged my tech background to bring structure and innovation into design processes, and I focused on building high-performing, inclusive teams. Mentorship, both giving and receiving, also played a key role in my journey.
What advice would you give to young women aspiring to break into leadership positions in the design and construction field within real estate?
Own your voice and back it with expertise. Seek mentors, embrace challenges, and build a strong network. Leadership is about influence, not just titles, so stay curious, be visible, and support others along the way. Most importantly, believe that you belong in the room and bring unique value to the table.
What steps can organisations take to encourage more women to enter and thrive in the design and construction side of real estate, particularly in leadership positions?
Organisations can drive change by showcasing women leaders, offering tailored leadership programs, and building strong mentorship and sponsorship networks. At my organisation, we emphasise inclusive hiring, transparent career paths, and flexible work policies that support work-life integration.
Partnering with universities, rotating women through cross-functional roles, and tracking diversity metrics are also key to building a sustainable talent pipeline.
How can networking initiatives, such as gatherings hosted by GRI Institute’s Women’s Real Estate Advisory Board & Committee, play a role in empowering women in real estate?
Initiatives like these provide a vital platform for connection, mentorship, and shared learning. They help women build confidence, expand their networks, and gain visibility across the industry.
These forums also foster collaboration, highlight diverse career paths, and create opportunities for leadership development and advocacy.